Surrounded by Geniuses: Knowledge Management Learning From Other Industries

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Presented in Seattle at the American Association of Law Libraries annual conference on Sunday, July 14, 2013.

Presented by Stephanie Barnes, Missing Puzzle Piece Consulting and Connie Crosby, Crosby Group Consulting. Moderated by Steven Lastres, Director of Library and Knowledge Management at Debevoise & Plimpton LLP.

This session reviews knowledge management (KM) concepts and activities by focusing on a review of case studies from other industries, e.g. finance, manufacturing, oil and gas, and information technology. The case studies will discuss the challenges the organizations were facing and how they were addressed by using knowledge management principles; then these lessons will be related to the legal industry. Case studies will illustrate similarities and differences among industries and approaches, ultimately leading to innovative ideas regardless of the industry.

Takeaway 1: Participants will learn how KM is being used in other industries/sectors and how to apply those lessons to the legal industry.

Takeaway 2: Participants will learn about the technology introduced in the case studies and how to use that technology to support knowledge management initiatives in the law library environment.

Who should attend: Individuals who are responsible for KM or the library in their organizations; technology-focused individuals who want to use technology to support KM activities within their organizations

This independently produced SIS program is sponsored by the PLL-SIS.

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Surrounded by Geniuses: Knowledge Management Learning From Other Industries

  1. 1. B7:Surrounded by Geniuses: Knowledge Management Learning from Other Industries Steven Lastres (Moderator) Stephanie Barnes (Speaker) Connie Crosby (Speaker) #AALL13 © Missing Puzzle Piece Consulting, 2013
  2. 2. Presenters Stephanie Barnes Chief Chaos Organizer Missing Puzzle Piece Consulting Connie Crosby Principal Crosby Group Consultinginsert photo insert photo #AALL13 © Missing Puzzle Piece Consulting, 2013
  3. 3. Outline © Missing Puzzle Piece Consulting, 2013 #AALL13 • Knowledge management recap • Corporate case studies • Application to the legal industry • Moderated panel discussion
  4. 4. KNOWLEDGE MANAGEMENT Recap © Missing Puzzle Piece Consulting, 2013
  5. 5. What is knowledge management? • Connecting people to the knowledge they need to do their jobs whether that knowledge is tacit or explicit • Creating an organization that learns from its experiences and improves Said another way… • KM is the process through which organizations generate value from their intellectual and knowledge-based assets • “Knowledge management is the leveraging of the organization’s collective wisdom (know-how) by creating systems and processes to support and facilitate the identification, capture, dissemination and use of the organization’s knowledge to meet its business objectives.” © Missing Puzzle Piece Consulting, 2013
  6. 6. The Value of KM for Law Firms • Gives the firm a competitive advantage since the firm’s know- how is easily accessible • Increases productivity: lawyers don’t waste time searching for information • Improves practice support by fostering collaboration • Speeds response time to client requests • Provides an on-ramp for junior lawyers to get up to (billable) speed more quickly • Helps integrate the “practice of law” and the “business of law” © Missing Puzzle Piece Consulting, 2013
  7. 7. ALM Law Librarian Survey 2013 What other departments is the head librarian responsible for? 2013 2012 2011 2010 2009 Competitive intelligence 58% - - - - Knowledge Management 43% 67% 59% 40% 19% Intranet 28% 31% 35% n/a n/a Records 11% 14% 19% 28% 38% Conflicts/Intake 11% 17% 30% 36% 35% Court services/Docketing 11% 12% 16% 16% 19% CLE 8% 17% - - - Information Systems 2% 2% 3% - 4% Other 15% 14% 11% 12% 19% Multiple responses were allowed. Used withpersmission
  8. 8. Information/Knowledge Professional: Roles and Responsibilities •Advocate and promote the benefits of pursuing Knowledge Management Champions •Cross-functional team •Provide advice, best practice guidance and training on Knowledge Management Governance Committee •To promote the values of Knowledge Governance •To monitor, evaluate, evolve knowledge management practices Knowledge Management Program Team •The accountable person within the organization who owns the KM Process and is responsible for its implementation, performance, and maintenance, as well as governance and standards Knowledge Management Process Owner •Helps to institutionalize Knowledge Management in the organization; they are team-based KM subject matter experts Knowledge Manager •Ensures that they create and maintain appropriate records in relation to their work and to manage those records in accordance with the organization’s information/document management policies and procedures Individual © Missing Puzzle Piece Consulting, 2013
  9. 9. Think, Pair, Share What barriers are there to Knowledge Management in your firm/organization? Photo: CBegg50 on Flickr
  10. 10. Barriers • Cost • Reluctance to share • Billable hour (no incentive to contribute) • Naming conventions of documents • Training • Top-down management
  11. 11. CASE STUDY 1 Oil and Gas: ConocoPhillips © Missing Puzzle Piece Consulting, 2013
  12. 12. The company An integrated, international energy company with operations in more than 30 countries, ConocoPhillips recognizes the value of enterprise-wide knowledge sharing as a way to meet the company’s safety, environmental and operational challenges. © Missing Puzzle Piece Consulting, 2013
  13. 13. Situation Description • Needed to get people to share knowledge, experiences, and expertise across the organization to improve productivity, quality, and safety © Missing Puzzle Piece Consulting, 2013
  14. 14. The Process • Selected Communities of Practice and a technology platform that supported their activities to share and document knowledge • Started small • Management support at highest levels • Carefully expanded across the organization © Missing Puzzle Piece Consulting, 2013
  15. 15. The Result • Functional excellence, including safety • Decreased environmental impact • Reduced lost production © Missing Puzzle Piece Consulting, 2013
  16. 16. Role of the Information Professional • Facilitated the whole process from strategy creation, to program initiation and implementation and to maintenance and continuous improvement of the program • Worked cross-functionally as a facilitator, broker, bridge-builder © Missing Puzzle Piece Consulting, 2013
  17. 17. Lessons Learned • Learned before starting their program— looked at what others (not just in their own industry) were doing • Collaborative, iterative, pilot-based approach • Emphasis on behaviours and linking to business improvements, not technology © Missing Puzzle Piece Consulting, 2013
  18. 18. APPLICATION TO THE LEGAL INDUSTRY © Missing Puzzle Piece Consulting, 2013
  19. 19. Legal info pros can... • Research other industries • Take ownership of pilot projects, or support those who take ownership • Support practice groups
  20. 20. Supporting practice groups • Develop processes for collection and processing of explicit knowledge assets • Collection of lessons learned/after action reviews • Monitor and help to evolve the KM practices of the practice group
  21. 21. CASE STUDY 2 Automotive Manufacturer © Missing Puzzle Piece Consulting, 2013
  22. 22. The Situation • Improving access to knowledge • In June 2000, this manufacturer began a journey of supplementing existing product know-how (tacit knowledge) with written (explicit) information and knowledge. The written knowledge is structured for sharing and reuse. © Missing Puzzle Piece Consulting, 2013
  23. 23. The Project • Improve the original technology that housed the knowledge base © Missing Puzzle Piece Consulting, 2013
  24. 24. The Process • Collected requirements and feedback from current users • Reviewed products available off-the-shelf vs. custom-developed © Missing Puzzle Piece Consulting, 2013
  25. 25. The Result • Picked an off-the-shelf product – Cheaper – Easier to maintain and support – Provided required functionality • Improved product quality • Reduced structural costs • Improved time to market © Missing Puzzle Piece Consulting, 2013
  26. 26. Role of the Information Professional • Facilitated the whole process from strategy creation, to program initiation and implementation and to maintenance and continuous improvement of the program • Worked cross-functionally as a facilitator, broker, bridge-builder © Missing Puzzle Piece Consulting, 2013
  27. 27. Lessons Learned • Importance of understanding the requirements: depth and breadth of knowledge and information flows and how people do their jobs • Importance of matching requirements with the supporting technology © Missing Puzzle Piece Consulting, 2013
  28. 28. APPLICATION TO THE LEGAL INDUSTRY © Missing Puzzle Piece Consulting, 2013
  29. 29. Legal Info Pros Can... • Apply skills for evaluating commercial products for a range of users to benefit the larger organization • Develop a systematic method for gathering requirements • Monitor advances in tech for specific KM purposes
  30. 30. A Method for Systematic Requirements Gathering • Build on-going relationships with tech users at all levels inside your organization (esp. both “power” users and “Luddites”) • Interviews • Focus group discussions • Surveys • System monitoring/statistics
  31. 31. Requirements gathering • Learn to develop lists of requirements in the vendors’ language • Split into “must have” and “nice to have” • Keep up with developments in selected areas of tech industry to know what is available
  32. 32. Keeping Up With Tech Developments • Follow communications from vendors you already buy from • Look to see who your vendors’ competitors are • Industry blogs, newsletters, interest groups, trade shows • Talk with others in the legal industry • Talk with those in other industries
  33. 33. CASE STUDY 3 Environmental Company © Missing Puzzle Piece Consulting, 2013
  34. 34. The Situation • The company had been using an ECM product for 4-5 years, spending approximately $1 million on it. • Users were generally dissatisfied with the usability of the platform, response times were slow, support was inadequate in some geographical locations, and the user interface was confusing. © Missing Puzzle Piece Consulting, 2013
  35. 35. The Project • The company hoped to further expand the use and acceptance of the platform by improving response times for users and by improving the taxonomy and meta-data used to structure the user interface. • The company requested that their technology implementation be reviewed and aligned with business processes and objectives in order to achieve these objectives. © Missing Puzzle Piece Consulting, 2013
  36. 36. The Process • The project provided technical support for the testing and installation infrastructure improvements • The project reviewed the existing taxonomy and provided a mapping from the old taxonomy to a new one that aligned with user activities • It provided a roadmap for other knowledge management activities for the company to execute as the organization grew and became increasingly global • In all project activities user input was sought in order to ensure the technology improvements, both hardware and software, would meet user needs and objectives as well as align with the business processes that the users were executing © Missing Puzzle Piece Consulting, 2013
  37. 37. The Result • User acceptance and use of the technology increased 50% within six months of the project completion © Missing Puzzle Piece Consulting, 2013
  38. 38. Role of the Information Professional • Facilitated the requirements process, understanding and documenting knowledge and information flows and how people did their jobs • Resolved gaps in the current state versus the desired state • Worked cross-functionally as a facilitator, broker, bridge-builder © Missing Puzzle Piece Consulting, 2013
  39. 39. Lessons Learned • Importance of involving all stakeholders in the requirements discussion • Some issues won’t be knowledge management issues, but they will impact knowledge management up-take © Missing Puzzle Piece Consulting, 2013
  40. 40. APPLICATION TO THE LEGAL INDUSTRY © Missing Puzzle Piece Consulting, 2013
  41. 41. Legal Info Pros Can... • Help determine the business needs and objectives before purchasing tech • Once requirements are gathered, look at tools already on hand for suitability • Help to implement existing or new technologies for best use • Create a firm-wide/organization-wide taxonomy
  42. 42. On Taxonomies • Not just for law-related subject research • Can be used across the organization to tie together content, processes and systems • Can be used internally across departments, on website, on intranet, in KM systems • Adapt existing taxonomy or build your own
  43. 43. CASE STUDY 4 ICICI Bank © Missing Puzzle Piece Consulting, 2013
  44. 44. About ICICI Bank • Founded in the mid-1950’s at the request of the World Bank, the Indian government, and Indian industry • Diversified financial services supplier providing retail banking facilities • Second largest bank in India, and is growing internationally • 1200 employees in 2000, which was the start of the KM program, to 30,000 in 2008 © Missing Puzzle Piece Consulting, 2013
  45. 45. The Situation • The organisation was motivated to act due to the upheaval caused by the tail-end of the dot-com boom, which was depriving the bank of many good staff as they left in significant numbers to join dot-com start-ups – taking their knowledge and know-how with them. © Missing Puzzle Piece Consulting, 2013
  46. 46. The Process • A team was put together encompassing KM, HR, technology and research with a brief to ‘just do it’. Indeed they did and a beta version was ready within just three months • The organization developed WiseGuy, ICICI’s KM intranet portal – easily accessible from the main staff portal – to provide a way of capturing and disseminating the knowledge of departing staff © Missing Puzzle Piece Consulting, 2013
  47. 47. And Then… Before KM was fully implemented the organization was faced with the prospect of a reverse merger of ICICI Bank with its parent ICICI, which went through in 2002. The KM team had to restructure to meet the needs of the new corporate entity. Some issues articulated at the time included: 1. How to connect this vast new pool of employees with each other; 2. How to share business-related information about clients, deals and ideas; 3. How to manage staff through the change process via communication, messages, channels and so on; 4. How to overcome the problems caused by staff turnover; 5. How to ensure that every person in the company is adequately equipped with the skills and training required for their jobs and for lifelong learning and development. © Missing Puzzle Piece Consulting, 2013
  48. 48. The Result • Through the use of KM and the supporting technology, employees stayed permanently aware of the external competitive challenges of the business, which helped them to remain open to new thoughts, ideas and ways of working • KM processes became the way they worked © Missing Puzzle Piece Consulting, 2013
  49. 49. Role of the Information Professional • Facilitated the whole process from strategy creation, to program initiation and implementation and to maintenance and continuous improvement of the program • Worked cross-functionally as a facilitator, broker, bridge-builder • Regrouped and realigned knowledge management initiative when the organization changed © Missing Puzzle Piece Consulting, 2013
  50. 50. Lessons Learned • Importance of change management activities • Importance of maintaining alliance to organization goals and objective • Importance of a cross-functional team © Missing Puzzle Piece Consulting, 2013
  51. 51. APPLICATION TO THE LEGAL INDUSTRY © Missing Puzzle Piece Consulting, 2013
  52. 52. Legal Info Pros Can... • Be valuable contributors to multidisciplinary teams - sit between tech, content and the user • Help others in multidisciplinary teams understand one another • Teach others what we already know about change management
  53. 53. Change Management • We are used to dealing with change ourselves • Learn more about change management principles – involve the people affected in the decision- making – Communication is key – Chaos is inevitable; learn how to mitigate it • Help your firm become a learning organization and be willing to change as needed
  54. 54. CASE STUDY 5 Multinational Fast Moving Consumer Goods Company © Missing Puzzle Piece Consulting, 2013
  55. 55. The Situation • The company operates in the fast moving consumer goods market, meaning that they provide products that are sold quickly and at relatively low cost, for example, snack foods, toothpaste, and other grocery and toiletry items. • The company, referred to as FMCGC, had been operating in emerging markets for several years, but were not experiencing the level of success that they desired. • Their success in industrialized countries was not translating to the new markets in the developing economies like China, India, and Russia where their products were sold through thousands of small retail outlets rather than the large supermarket model that is prevalent in Europe and North America. © Missing Puzzle Piece Consulting, 2013
  56. 56. The Process • The company has operated for almost a century and has a strong sense of values that makes it important to be able to learn, disseminate, and apply lessons learned • With some external help and guidance they decided to implement a Community of Purpose programme • The communities are comprised of senior staff members who have responsibility for delivering a high-level of performance in an area of strategic importance, like increasing sales revenues in developing markets. • The programme started off focused on the people and process side of the equation. • There was a conscious decision to delay any technology purchase and implementation until the organization had success with the communities, so they initially used existing in-house technology to support the groups. © Missing Puzzle Piece Consulting, 2013
  57. 57. The Result • The Communities of Purpose have been very successful, and the technology supporting them has helped the participants to easily share what they have learned • In the first five years that the programme existed sales in the small retail sales channel in the 12 emerging markets trebled, while profits have more than doubled • In first 8 years, $1 billion of value to the organization has been delivered by communities and networks and knowledge sharing initiatives © Missing Puzzle Piece Consulting, 2013
  58. 58. Role of the Information Professional • Facilitated the whole process from strategy creation, to program initiation and implementation and to maintenance and continuous improvement of the program • Recognize the need to focus on the people and process, not the technology • Worked cross-functionally as a facilitator, broker, bridge-builder © Missing Puzzle Piece Consulting, 2013
  59. 59. Lessons Learned • Different market conditions call for different strategies, finding a solution is iterative • Importance of aligning with organizational goals and objectives • Importance of bringing people together and giving them time to form relationships, troubleshoot, and brainstorm solutions • Taking technology out of the equation, initially, and bringing it in only to support the people and process activities once those are figured-out © Missing Puzzle Piece Consulting, 2013
  60. 60. APPLICATION TO THE LEGAL INDUSTRY © Missing Puzzle Piece Consulting, 2013
  61. 61. Legal Info Pros Can... • Become knowledge managers for cross- geography practice groups/communities of practice • Book and facilitate meetings or calls • Help members connect with one another - help to create the “loose ties” that develop into fuller relationships • Worry about the tech so group can focus on the work at hand
  62. 62. CALL to ACTION KM FOR LEGAL INFO PROS © Missing Puzzle Piece Consulting, 2013
  63. 63. Advancing KM for Legal Info Pros Make KM an explicit part of my role Get support to do a pilot Get support to create a strategy
  64. 64. Information/Knowledge Professional: Roles and Responsibilities © Missing Puzzle Piece Consulting, 2013
  65. 65. Roadmap to Advancing in KM for Legal Info Pros Learn Listen DefinePrioritizeDevelopMeasureEngage
  66. 66. Roadmap to Advancing in KM for Legal Info Pros Learn Listen DefinePrioritizeDevelopMeasureEngage Read the KM thought leaders Take courses, webinars Talk to others Join communities of practice Watch other industries Pay attention Ask questions What are the internal business issues? What are the industry business issues? Where are the gaps? Talk with key players Volunteer for projects Ask to be included on teams Help practice groups with internal processes Info or knowledge audit Suggest projects of business value Show your value: What are you doing? What is the effect? How is it important to your organization? Monitor advancement over time Develop relationships Broaden your experience Expand knowledge in key areas Become the expert in specialized area(s) Develop expertise in change management Tie activity back to business values How can you help the bottom line? Start small, build on successes Define your activities Define your organization’s activities Use pilot projects Define your role(s) Help define others’ roles Help define workflows, processes
  67. 67. Panel Discussion • Steven Lastres, Moderator Director of Library & Knowledge Management, Debevoise & Plimpton LLP • Stephanie Barnes – Stephanie.barnes@missingpuzzlepiececonsulting.ca – 416-522-5126 – www.missingpuzzlepiececonsulting • Connie Crosby – conniecrosby@gmail.com – 416-919-6719 – www.crosbygroup.ca • For more info, visit: Law Firm KM www.lawfirmkm.com #AALL13 © Missing Puzzle Piece Consulting, 2013

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